You would be hard-pressed to find anyone who wouldn’t benefit from studying at least some principles of organizational communication. Simply put, this field examines communications in an office or work setting that lead to a clearer understanding of virtually every human process that occurs there. This understanding can enhance leadership skills and lead to increased workplace productivity.

Formal Communication

Every organization has formal communication. Think of your organizational flow chart that clearly delineates the chain of command and thus information flow. Internal memoranda and policy manuals are also examples of formal organizational communications. This communication flows downward, such as from management to staff, or upward, from staff to management. There is also horizontal communication occurring among employees at the same level, such as in task forces or work groups.

Informal Communication

Informal communication occurs naturally and usually unconsciously within organizations on a daily basis. Office grapevines or casual colleague lunches are examples of informal communications. These communications are necessary for, and indicative of, a relaxed organizational culture but should not be so pervasive that they replace formal communications.

Interpersonal Communication

Interpersonal communication has an increased importance in organizations as telecommuting or online communications become more popular. This method of face-to-face communication allows the participants -- the senders and receivers of messages -- to process all communication operators such as verbal and non-verbal communications. Verbal is how something is said, such as volume and inflection of the voice. Non-verbal includes facial expressions, eye contact and body language. Having access to these communication cues can eliminate confusion and misunderstandings.

Organizational Culture

Organizational culture is an unspoken network of understanding that defines an organization’s norms and standards -- a reality that has been created over time. An established culture is important for communication because it clarifies expectations for certain norms and behaviors and can even increase productivity. If a leader tries to change the culture, she has to do so strategically, understanding what is important to change and leaving alone those elements that aren’t significant. Employees who have difficulties operating within a certain culture, or reject attempts to change it, can feel a dissonance that can lead to conflict.

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About the Author

Based in Central Texas, Karen S. Johnson is a marketing professional with more than 30 years' experience and specializes in business and equestrian topics. Her articles have appeared in several trade and business publications such as the Houston Chronicle. Johnson also co-authored a series of communications publications for the U.S. Agency for International Development. She holds a Bachelor of Science in speech from UT-Austin.